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  • Special Report February 2006

    By Mark Hrywna — February 1, 2006

    Your organization is looking for a new leader. You’ve made your pitch, offering what you think is a competitive salary and benefits package. What’s it going to take to close the deal?

    Some nonprofits have gone beyond salaries and benefits to entice executives, as well as employees, to work for them. In some cases, it’s because they cannot afford to offer more in salary, while in others it’s been a gradual evolution in employee needs.

  • Habitat Walks Away From Affiliates’ Botched Job

    By Mark Hrywna — February 1, 2006

    Leah and Joe Pullaro and their eight kids outgrew their home “many children ago.” The Pullaros live in Washington Depot, Conn., about 90 miles from New York City, where housing prices are astronomical. They could’ve done okay selling their house, but it wouldn’t have been enough to buy a larger home in the same community.

    The Pullaros approached Habitat for Humanity of Litchfield Hills, based in New Milford, Conn., and got approval to construct an addition to their home. Four years later, the family is still trying to tie up loose ends and correct errors made during the renovation, while the Litchfield Hills affiliate has closed and Habitat For Humanity International (HFHI) has walked away from the project.

  • 5 Years Later

    By Marla Nobles — February 1, 2006

    Four is the only number in the English language for which the number of letters in the word equals the number itself. It is the number of the horsemen of the apocalypse. Four years (or less) is also the average amount of time a chief executive stays at a nonprofit organization, a 2001 study concluded.

  • The American Red Cross Interim CEO Club

    By Marla Nobles — February 1, 2006

    The Interim CEO Club of the American Red Cross (ARC) is quite the exclusive, yet growing club. Comprised of the first African-American to lead the ARC, one of Georgia’s 100 most powerful people, an attorney and a leader in the biomedical field, the ARC’s past four interim presidents are an impressive assembly.

  • Special Report

    By The NonProfit Times — January 15, 2006

    For Joe and Judy Regular Public, attempting to compute fundraising expense ratios from the Form 990 can confuse even savvy donors. Form 990s have many backdoors and yes, the occasional folding of fundraising expenses into the more socially acceptable program expenses. In other instances, the numbers conceal a more simple explanation.

    In reviewing Form 990s for the most recent NPT 100 list of the nation’s 100 largest nonprofit, many interpretation for fundraising accounting were found.

  • The Worlds Best Fundraisers

    By NPT Staff — January 15, 2006

    Sure, there’s competition. Yes, the economy is difficult and donors are fickle. Yup, it’s been one natural disaster after another elbowing into donors’ checkbooks.

  • Text Messaging Connects With Donors

    By Marla Nobles — January 15, 2006

    For the international relief organization CARE and the American Red Cross, the thumb trumped the forefinger as the digit of the year in 2005. While millions of Americans hit their personal computers in support of disaster relief, a surprising number of donors pounded relentlessly on their cell phones, pledging hundreds of thousands of dollars to disaster relief efforts.

  • Special Report: Nonprofits Using Online Survey For Greater Response

    By The NonProfit Times — January 5, 2006

    At one time or another, every student has been returned a paper torn asunder by swaths of red ink with the resulting scarlet grade printed for all to see. The size of the letter grade proves one thing clear: Teachers love to give feedback.

  • Red Cross Board Pushes Another CEO Out

    By Marla Nobles — January 1, 2006

    The board of the American Red Cross (ARC) forced its second chief executive officer out the door in four years, and as politics in Washington, D.C., goes, this new departure has a connection to another former ARC boss, Elizabeth Dole.

  • Socially Unacceptable

    By Clint Carpenter — January 1, 2006

    The social compact serves as a societal ecosystem on a local, state, national and international level. The interrelated workings of governments, nonprofits, corporations and the public can get more than a little sticky as proved most recently by the Hurricane Katrina relief efforts.

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